Effective Agile Project Leadership Through Competency-Based Self-Reflection

2022 ◽  
pp. 89-110
Author(s):  
Fanny Saruchera
Keyword(s):  
Leadership Development ◽  
Project Managers ◽  
Project Teams ◽  
Team Leaders ◽  
Project Leadership ◽  
Leadership Competency ◽  
Self Reflection ◽  
Competency Based ◽  
Leadership Competence ◽  
Self Examination

The agile revolution and increasing cross-functionality nature of project teams imply an increasing need for effective and results-orientated project leadership. Irrespective of one's role in a project, there is a need for self-examination and self-reflection regarding how members relate during the various phases of project implementation. This chapter focuses on a theoretical review of the various elements necessary for effective agile project leadership. Through a synthesis of both old and more recent literature, the chapter identifies and conceptualizes ten determinant factors of effective agile project leadership and proposes a self-reflection framework for each of the ten project leadership competency areas. The chapter concludes by proposing a personal agile project leadership development plan (PAPLDP) template with an agility component that can be adopted for improvement and growth. This chapter challenges project managers and/or project team leaders to define their own value-based leadership competence and continuously reflect, evaluate, and improve themselves.

scholarly journals MANAJEMEN PENGEMBANGAN KOMPETENSI KEPRIBADIAN DAN LEADERSHIP GURU PENDIDIKAN AGAMA ISLAM

2018 ◽  
Vol 1 (1) ◽  
pp. 99-119
Author(s):  
M. Hanif Satria Budi
Keyword(s):  
Leadership Development ◽  
Teacher Leadership ◽  
Development Planning ◽  
Competence Development ◽  
School Principal ◽  
Competency Development ◽  
Planning Stage ◽  
Leadership Competency ◽  
Teacher Personality ◽  
Leadership Competence

The management of teacher competence development is a fundamental requirement in educational institutions. The aspects that are related to teachers are still a problem and should be addressed. One of them is the personality and leadership competence of Islamic Education (PAI) / Religious teacher, namely professional, pedagogical, and social competence. Personality competence becomes a very important issue because this competence becomes the basis for every teacher in performing the duties, as well as the leadership competence becomes the basis of PAI / Religious teacher in implementing learning and developing Islamic culture in the school This research aims at analyzing the management of teacher personality and leadership competency development more broadly and deeply at SMAN 3 Malang and MAN 1 Ngawi, with coverage: (1) the orientation of personality and teacher leadership development of PAI / Religious teacher, (2) the management of Personality competency development planning and teacher leadership of PAI / Religious teacher, (3) the management of implementation of personality and leadership competence development of teacher of PAI / Religious teacher, and (4) the evaluation and sustainable of personality competence and leadership development of teacher of PAI / Religious teacher. The research was conducted in SMAN 3 Malang and MAN 1 Ngawi and used qualitative approach with multisite types. Data collection was done using interviews, observation, and documentation. Data analysis techniques included data reduction, data presentation, and data verification. To check the data validity of the researcher used data triangulation technique. The informants in this research were principals, vice principals, general teachers, and teacher of PAI / religious The results of this research indicated that: (1) the orientation of the development of teacher personality and leadership competencies at SMAN 3 Malang and MAN 1 Ngawi is based on the sub indicators in each competence; (2) the management of development planning of personality competency and teacher leadership at SMAN 3 Malang and MAN 1 Ngawi is the involvement of school principal, vice chairman, UPM chairman, and head of field. The planning stage is the identification of problems, determining the needs of evelopment program dplanning, program implementation, and evaluation. The last of the planning is done in 3 lines namely short-term, long-term, and incidental planning; (3) the developments of personality competence and teacher leadership at SMAN 3 Malang and MAN 1 Ngawi are 2 stages, there are routine and incidental. The sources of development implementation are from the internal that is done by the school, and externally is done by the government and related ministries. the form of development included training, training, workshops, advanced studies, reading, spiritual religious activities, rewards, and motivation; (4) the evaluation and sustainable of the development of teacher personality and leadership competency at SMAN 3 Malang and MAN 1 Ngawi is done by school principal with the teacher performance evaluation, teacher diary, motivation, and guidance of school principal.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

Civil engineers’ personal values/demographics linkage in project team building

2017 ◽  
Vol 24 (6) ◽  
pp. 1337-1349 ◽  
Author(s):  
Atilla Damci ◽  
David Arditi ◽  
Gul Polat
Keyword(s):  
Statistical Analysis ◽  
Work Experience ◽  
Personal Values ◽  
Team Building ◽  
Project Teams ◽  
Team Leaders ◽  
Content Type ◽  
First Time ◽  
The Relationship ◽  
Civil Engineers

Purpose The purpose of this paper is to explore the relationship between civil engineers’ demographics (e.g. age, marital status, education, work experience) and their personal values. The objective was to predict civil engineers’ personal values based on their demographics. Design/methodology/approach A questionnaire survey was administered to civil engineers to collect data on their demographics and their personal values. Statistical analysis was performed to verify whether a significant statistical relationship exists between civil engineers’ demographics and their personal values. Findings The most important and the least important personal values were identified for civil engineers. Statistical analysis indicated that civil engineers’ values do vary based on their demographics. Research limitations/implications The results of this study cannot be generalized, because individuals’ personal values and demographics are, by definition, local. Location and culture may affect the personal values of civil engineers. Practical implications Team leaders normally have access to information about the demographics of the engineers they employ; based on the results of this study, they should be able to predict their personal values, and to make more informed decisions when appointing them to particular positions on project teams. Originality/value The research presented in this paper, establishes for the first time, that a linkage exists between civil engineers’ personal values and their demographics, and makes it easier for team leaders to make assignment decisions.

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

2021 ◽  
Author(s):  
C. Susan Howes ◽  
Robert W. Taylor
Keyword(s):  
Leadership Development ◽  
Oil And Gas ◽  
Leadership Skills ◽  
Development Program ◽  
Oil And Gas Industry ◽  
Emerging Leaders ◽  
Gas Industry ◽  
Competency Based ◽  
Leadership Development Program ◽  
Technical Professionals

Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

scholarly journals Mentorship Program as A Productive Teacher Development Program at Sekolah Pelita Harapan in Indonesia

2020 ◽  
Vol 1 (3) ◽  
pp. 311-318
Author(s):  
Rosma Indriana Purba ◽  
Ratna Setyowati Putri ◽  
Donna Imelda
Keyword(s):  
Leadership Development ◽  
Teacher Development ◽  
Educational Leaders ◽  
Development Program ◽  
Mentoring Program ◽  
Development Programs ◽  
Mentorship Program ◽  
Self Reflection ◽  
Job Shadowing ◽  
Cost Efficient

A mentorship program is cost-efficient and effective ways to get employees engaged and empowered. The program enables developing talent and increases productivity across the organization. The executive team of Sekolah Pelita Harapan has grown a strong desire to help equipping educational leaders to be effective in their role as educators. It is founded on the belief that an excellent candidate having a background of experience in education and showing strong potential for further leadership development can benefit enormously through the opportunities that mentorship can offer. Through several models of teacher development programs, it was finally confirmed that the mentoring program was an excellent way to develop the teacher's performance. Keywords: mentoring, job shadowing, active application, dialogue, professional reading, self-reflection.

Value Creation through Heterogeneous Cultural Team-Based Environments

2014 ◽  
pp. 124-147 ◽  
Author(s):  
Wilson Ozuem ◽  
Nicole Sarsby
Keyword(s):  
Virtual Teams ◽  
Value Creation ◽  
Large Scale ◽  
Project Managers ◽  
Organisational Learning ◽  
Project Teams ◽  
Public And Private ◽  
Cultural Heterogeneity ◽  
The Uk ◽  
Key Aspects

Previous research has documented cultural heterogeneity within project teams, but still attention mainly centres on project managers who transfer internationally to manage teams of a different culture from their own, or more recently from those who manage virtual teams. Existing literature does not discuss the readiness to manage culturally diverse teams as a result of large-scale EU migration and wider immigration in the UK projectised environments. The objectives of this contribution are: 1) to investigate the factors that influence effective value creation in heterogeneous cultural environments, in both inter- and intra-organisational learning and knowledge creation in the UK project team-based environments, and 2) to illuminate issues of value creation in heterogeneous cultural environments in both public and private team-based project environments. This chapter adds to extant studies of organisational diversity and innovation by elucidating the overwhelming key aspects of cultural heterogeneity and thus explains how challenging it is to affect change in the prevailing praxis, ideas, and values in team-based management.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

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